F&B at the highest level: Jeroen Taillie leads the culinary direction of Hotel Okura Amsterdam
With a passion for gastronomy and hospitality that took him from the Netherlands to Thailand, Jeroen Taillie has built a strong reputation in the hotel industry. After a period of repositioning and launching new F&B concepts at NH Collection Grand Hotel Krasnapolsky, he moved to Bangkok to take on the role of Director of F&B at the prestigious Anantara Siam Bangkok Hotel.
In this interview, he discusses the impact of that international experience, his return to Hotel Okura Amsterdam, and his vision for the profession. From leadership and innovation to sustainability, technology, and the role of mixology, Jeroen shares how he combines tradition and innovation within one of the Netherlands' most renowned hotels. A conversation with a professional who sees F&B not as a stepping stone, but as a destination.
From part-time job to passion: my start in F&B
After finishing high school, I didn't have a clear idea of what I wanted to do. At nineteen, I decided to work for a year and ended up at Hotels van Oranje in Noordwijk, a five-star hotel near my hometown. I was immediately drawn to that world—the atmosphere, the pace, the hospitality. That year led me to pursue a degree in hospitality management at the higher vocational level. During my studies, I explored various departments and quickly realized that my heart lay in food & beverage. I started in events but became increasingly interested in gastronomy and mixology. By my early twenties, I knew for sure: F&B is where I belong.
Hospitality in Bangkok: navigating cultural differences
Working in Thailand was an educational experience, especially in terms of communication. While the Dutch are known for their directness, that approach doesn't work well in Thailand. I had to adjust my style significantly. The interaction with VIP guests also differs: in Bangkok, it's about recognition and visibility, whereas Dutch guests often prefer tranquility. Service is deeply ingrained in their culture, as is respect for hierarchy. It taught me the importance of cultural adaptability in international hospitality. Unfortunately, this period was cut short by the pandemic.
Returning to Okura: familiar yet renewed
Returning to Okura during the pandemic after 7.5 years felt like coming home. Many colleagues from back then are still here, with the same dedication—that says a lot about the culture here. During COVID, the hotel retained nearly all staff, which is rare. What makes Okura unique is the combination of stability and continuous improvement. The fact that Michelin-starred restaurants like Yamazato and Ciel Bleu have maintained top performance for so long makes me extra proud to work here.
More than a hype: what truly makes an F&B concept successful
For me, the success of an F&B concept is ultimately simple to measure: do your guests return? It's not just about an enthusiastic first visit or making an impression with something spectacular. Of course, you can launch a concept that initially attracts a lot of attention, but if people then think, "Nice, but I've seen it," you haven't created sustainable success in my view. Then you're a hype. A successful concept is one that resonates with people, that they want to experience again. Guests should not only be surprised but also yearn for a next time. That's what you should strive for.
Working at Okura: service at the highest level
Hotel Okura Amsterdam is unique in the Netherlands due to the breadth and quality of its F&B offerings. What sets us apart is the Japanese omotenashi principle: genuine hospitality, with attention to every detail. Each restaurant within Okura has its own strong identity and reputation, supported by craftsmanship and multiple Michelin stars under one roof. From fine dining to innovative cocktails and high-end events—the level is consistently high. That makes working here inspiring every day.
Collaborating at a high level
At Okura, quality is the foundation of everything we do—from dishes to service. Every decision starts with the question: is this the best we can offer? At the same time, we remain critical of ourselves and look daily for ways to improve. What is special today may be seen as ordinary tomorrow. This drive is fueled by external inspiration, such as international trends and networks, but also by collaboration with colleagues internally.
Our restaurants operate with specialized teams, each with its own identity. Because there's little exchange between teams in operations, we consciously seek connection through task groups and knowledge sharing. We also organize internal inspections. For example, I recently dined at Ciel Bleu with the chef of Yamazato. Instead of external inspectors, we utilize the expertise we have in-house. By providing each other with feedback and sharing best practices, we continue to grow as a team—without compromising the unique signature of each restaurant. That keeps the quality at Okura structurally at a top level.
Innovating with respect for tradition
At Okura, we follow the Kaizen philosophy: continuous improvement without losing the essence. For me, this means critically evaluating processes, service, and guest experience, while always respecting our traditions. True innovation lies in refinement, not radical change.
We stay informed about trends but don't blindly follow them. Okura's strength lies in quality and authenticity. Guests come for real Japanese sushi at Yamazato or refined dishes at Ciel Bleu, where we still serve honest, well-crafted food instead of showy elements. For me, it's about elevating the details without losing our identity—evolving while staying true to who we are.
Leadership starts with presence
To me, good leadership is about connection. Not from behind a desk, but by being on the floor—listening, observing, and being part of what’s happening. That builds trust and strengthens collaboration. At the same time, clarity is essential. A team needs to know where we're going and why. I aim to set a clear vision while staying open to feedback. Not top-down management, but shared direction—with focus and transparency.
International talent as added value
Our team at Okura is highly international, and we see that as a strength. Due to tighter immigration regulations, we now have fewer Japanese colleagues in our Japanese restaurants than before—but this diversity brings new energy and perspectives.
You can see it clearly at Ciel Bleu: sous-chef Mike Klaassen brings experience from top restaurants like Amber in Hong Kong and The French Laundry in California. Together with colleagues from Venezuela, France, Italy, and Bulgaria, we’ve created a dynamic team that strengthens our kitchen and aligns beautifully with our international guest profile. For us, diversity is not a challenge, but a source of creativity.
Leadership with awareness and balance
My time in Bangkok made me more conscious of my leadership style and communication. I learned when to take a step back, to slow down, and to read the room better. One of my team members taught me a valuable lesson: sometimes, you need to listen and pause. I’m naturally quick to act and decide, but not everyone works that way. By giving space and listening actively, I’ve become a more effective leader—and a more connected one.
A key lesson I’ve learned is that hospitality isn’t about what I prefer, but about what the guest experiences. Early in my career, I often used my own preferences as a guide. Real growth came when I started listening closely to guest feedback—even when it was hard to hear. The guest defines the experience, and that shift in mindset changed how I lead.
Quality and identity: the new direction of luxury gastronomy
Quality remains the foundation of luxury hotel gastronomy—and interestingly, it’s becoming a trend again. Take sushi: after years of Western-style interpretations, there's a renewed focus on craftsmanship and authenticity. What we’ve been doing at Okura for over 50 years—true quality sushi, prepared the traditional way—is now gaining broader traction.
At the same time, I see guests becoming more interested in the story and identity behind a restaurant—not just the name of the chef. Chefs still matter, of course, but it’s increasingly about the concept and what a venue stands for.
Sustainability without compromise
At Okura, sustainability and quality go hand in hand. Seasonal products not only reduce environmental impact but also taste their best. So working sustainably doesn’t mean sacrificing quality—it means making smarter choices.
We make deliberate decisions in this area. For example, foie gras has been off all our menus for over two and a half years now, out of respect for animal welfare. And although vegan demand has tapered off somewhat, vegetarian options remain essential. Our guests want quality above all—whether that’s fish, meat, or vegetarian—and we deliver that without compromising the overall experience.
Future vision: mixology and technology enhancing experience
While our restaurants are already well-established, I see great potential in further developing the ‘B’ in F&B. A high-end cocktail bar focused on mixology—where creativity, craftsmanship, and guest experience come together—would be a fantastic addition at Okura.
Technology also plays a growing role in how we work and serve guests. Not to replace human contact, but to enhance it. Think robots taking over support tasks or reservation systems tracking preferences—this lets our staff focus on real hospitality. This smart use of tech also fits perfectly with Okura’s Japanese roots, where innovation and service go hand in hand. Whether in Ciel Bleu or our day-to-day operations, technology helps us work more consistently, efficiently, and guest-focused.
Dream concept: where gastronomy meets mixology
A concept I still dream of creating is one where gastronomy and mixology truly come together. Not your standard wine pairings, but refined dishes paired with unique cocktails—where flavor, creativity, and surprise take center stage. There was once a short-lived restaurant in Amsterdam, Schot en de Zeeuw, that hinted at this. It was inspiring, and I’d love to bring something like that to life on a high level someday.
Global trends as a source of inspiration
International trends strongly influence my choices in Dutch F&B. A large part of our guests come from abroad, so it's crucial to know what’s happening globally. I deliberately look beyond Dutch media and trade publications. I recently visited Dubai, a place full of cutting-edge style and concepts. Platforms like Food Inspiration also help me keep that international perspective. It’s how I stay sharp—and how we ensure our experiences resonate with international guests.
Mentors who shaped my journey
Throughout the years, several people have played a key role in my development. Roy Kamphuis, now GM at Radisson Blu in Amsterdam, gave me my first leadership opportunity after my graduation internship. He gave me the trust and the space to learn from my mistakes—something that was incredibly valuable early on.
Later, I worked with Ludo de Jong at Krasnapolsky. He taught me that creativity isn’t just something you have—it’s something you develop. By actively seeking inspiration through books, travel, and conversation, you can train yourself to think differently and come up with new ideas.
And finally, Michiel Roelfsema—now General Manager at Hotel Okura Amsterdam—brought me in for my very first role there 15 years ago. After my time in Thailand, right in the middle of the pandemic, he again placed his trust in me. At a time full of uncertainty, he gave me the chance to come back and contribute to a top-level organization. That step meant a lot—and helped shape where I am today.
F&B as a destination, not a stepping stone
Becoming a general manager has never been my ambition—my heart is in F&B. The energy, the creativity, and the direct connection to guest experience keep me inspired. I want to continue growing in this field, at the highest level. A new international adventure—ideally in Asia—is definitely still on my radar. But for now, I’m right where I want to be in Amsterdam, and I’m always open to what the future brings.
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